The "Busy" Trap

Being busy is a trap.

Being very busy –– so busy that you can’t take time to work on your business –– is an even bigger trap.

When you don’t have time to think… to plan… to organize… to work out ways to accomplish more in less time and with less effort… and when you don’t have time to think about how you can make more money or take a day with your family, you are in a crisis mode.

There’s only so long a person can live at a pace that is so demanding and all consuming. Ultimately, something has to give. A 12-ounce glass holds only 12 ounces of liquid.

As with almost every problem, there are solutions to this one as well.

The first step is a willingness to change… to look for ways to do what you’re doing better and more efficiently.

Many people can’t get passed this because they can’t visualize how to do it differently or better. They add it to their list of personal to-dos that is already too long – the list that somehow never gets shorter.

When they are willing and able to step outside of believing that they must personally solve this problem and engage the services of a coach or mentor, things can and do change. The mere activity of sharing and discussing business challenges is often all that’s needed as a catalyst for significant change.

When that coach or mentor helps keep the business owner or professional focused and on track, things invariably take a turn for the better.

It all comes back to willingness on the part of the business owner or professional to change. If you can say, “I’m willing to change” (or even “I think I’m willing to change”) you can change.

© 2007 Gil Effron

Fiction v. Non-Fiction

In the world of book publishing and printing, books fall into one of two categories: fiction or non-fiction.

It seems logical enough.

But, after all this time, I felt the need to stand up and question the choice of words.

Fiction means “not true, a made-up story.” I understand that.

And non-fiction means “a true or real story.”

So my question is, if fiction is untrue, why isn’t the other category simply called “Truth?”

The librarian would say, "Oh, you can find that in the 'truth' section under 'politics.'"

Okay. Now I get it!

(Just for fun.)

On Adopting A Culture Of Accountability

A powerful and effective accountability process helps your team and its members eliminate finger pointing, tear down organizational silos, learn to ask better questions, and accomplish more.

It helps people make better choices within the moment… and better choices that result in a better attitude among team members.

The ultimate payoff is better, more consistent performance by each and every team member individually… and the entire team as a whole.

“Life before accountability” places the blame onto someone or something else. You can identify this toxic business culture by the types of questions you hear… with many team members prone to asking questions such as:

1. When is somebody going to train me?
2. When is someone going to tell us what’s going on?
3. When are they going to do their job right?
4. Who dropped the ball this time?
5. Who’s going to solve the problem?
6. Why are we the last to know?
7. How do they expect me to do my job if so-and-so doesn’t do his first?

As your team becomes “accountability dependent…” and a culture of accountability begins to emerge… they change their mindset from negative to positive. You start to hear questions that begin with “what” or “how…” and that contain a positive “I” combined with a focus on action.

As a result, questions such as these become part of your organization’s corporate culture:

• How can I help?
• What could I do to make a difference?
• What choices do I have right now?
• What’s best for the company?
• What’s the ROI?

When we––as managers or team members––ask better questions (such as the five just mentioned) we get better answers… and we definitely get better results!

In the process, we enhance our emotional energy… and the emotional energy of those around us.

Asking better questions helps your organization to eliminate blame, complaining, and procrastination… thus allowing your team to grow––and leading the way to a corporate culture that gets the job done… on time… and well!

Here, then, are the 10 bottom-line payoffs you can expect when you introduce an effective accountability process into your business:

1. Adaptability, receptivity, and willingness to change
2. An atmosphere that fosters creative thinking and decision making
3. Boosting morale
4. Building effective and productive teams
5. Developing people power
6. Enhancing communication
7. Increasing problem solving abilities
8. Increasing productivity
9. Retaining good, better, and best employees
10. Tearing down and eliminating organizational roadblocks and silos that previously brought your organization to a standstill

CONCLUSION: As a business owner, implementing a formal accountability action plan and process is critical to your success… and to your ability to run your business like a business… and not a kindergarten in which you become the baby-sitter-in-chief. When you develop a culture of accountability that integrates with an easy-to-master, easy-to-use accountability process, you stop being the baby-sitter. At the same time, you watch your business grow and prosper.

No two situations are the same. If you’d like some tips and specific ideas on how you can integrate a culture of true accountability into your day-to-day business and personal lives, send an email to gil@strategiesforgrowth.net… or call me.

© 2007 Gil Effron

"What'd He Say?"

Ever stop to notice sometimes how difficult it is to know exactly what the other person is talking about?

The reason is simple: Communication doesn’t take place on the sending, writing, or speaking side. It occurs almost exclusively on the reading and listening side.

You can write and chatter all you want in the clearest language you know. But no matter how clear it is to you, if it sounds like a foreign language to your reader, you are not communicating.

When it comes to marketing, the people you talk to sometimes know more than you do about what you are selling. Other times, your readers have only a rudimentary understanding of the product. Since you may never know the level of your clients’ expertise, I recommend that you incorporate basic summaries and overviews in your copy that anyone can understand.

Marketing words need to find a happy medium between speaking to experienced buyers and communicating with prospects who know almost nothing about you — except that they might consider doing business with you, or at least learn more about you and your product, if they understood what you can do for them.

The goal is clarity. Avoid long sentences, big words (unless they are essential), and jargon. When you use easy-to-follow headlines and subheads… and recap your text in short and frequent summary blocks… clarity and understanding mushrooms.

Keep in mind that unless your readers understand your entire message, the tedious hours of selecting just the right words could go to waste.

Please feel free to contact me directly for additional strategies to increase the precision and effectiveness of your messages.

Do You Measure Up?

Running a business is a skill... separate from everything you think you know about your business.

And many talented people fail to achieve the bigger rewards in business because they don't realize the importance of this skill.

After all, simply because you are good at a particular technical skill –– creating software, building bridges, making donuts, and so on –– doesn’t necessarily guarantee your success in running a business in the real world.

But here’s a quick self-scoring test that will help you see where you are… and how you measure up.

First, take out a piece of paper. Then, make a list down the left-hand side that includes all aspects or departments of your business. Your list may include marketing, sales, employee motivation, finance, bookkeeping, shipping, receiving, and operations. The list can go on and on… and it will be different from one industry to the next.

Then, in a second column, put a plus (+) next to each item that you’re truly very good at. And put a minus (-) next to those activities that you really wished you didn’t have to deal with personally.

Second, think about this: If you started your business with a technical skill, there is a good chance that you can be successful and take a company through the early stages.

However, unless you have a strong business background –– coupled with experience, training, and a formal education in business — you may want to consider hiring someone that can take your business to the next level.

Even if that means hiring a president or a general manager and taking less income out of the business for a period of time, your business could have a higher value once you have completed that process.

Third, analyze your “business bus!” Let me explain. The example I use most often is for business owners to think about their company as a bus –– a city bus or a school bus, it doesn’t matter.

The key is that you want to put the right people on the bus in the first place… and then you want to put those people into the right seats.

When you do –– when you put the right people on your bus and put them into the right seats –– your company will be very successful. When you don’t, your bus could be heading for disaster: a course that takes you in the wrong direction and that ends in a dead-end.

A Vision Checklist

Most business owners know about goals and objectives. But they don’t understand the concept of a “vision.”

Here’s the difference: A personal vision is what the owner of a business sees in the crystal ball in 5, 10, or 15 years… such as being retired, living on a yacht, or working only two days a week. A goal is something that you do or accomplish in order to get to that vision.

To be a viable vision, that vision must be realistic… and it must come from the passion that the owner has both personally and about the business.

Now the problem is that the consequences of a business owner NOT having both a personal vision and a business vision can be disastrous... and could sentence the business owner to a life that becomes far more demanding on the one hand… and much less rewarding on the other!

So you have to know where you are… and where you want to be. This, of course, is your vision both personally and professionally (from a business standpoint). And the absence of knowing is the GAP that you hear me talk about all the time.

Now, the key is that having a personal vision is essential for the success of a business vision. The reason is that if the two visions don’t match, one of two things can occur:

First, either the business vision will fail, because it doesn’t match your personal vision. Or, second, if the business vision is successful, as a business owner, you will be miserable if it doesn’t match your personal vision. As a result, the business vision has to complement the personal vision.

The key is that what you want to do is to develop “big picture” goals to get you from where you are today to the vision that you have for yourself and your business 5 to 10 years out.

Once you see the vision… and get your hands on that vision… you can develop those goals by developing specific strategies to achieve each of those goals that supports your vision.

You’ll also want to develop specific action plans… and steps… for each strategy, so that you know who has the responsibility to do what… and when they are supposed to be completed. So, critical to this is to include timelines and responsibilities.

Then, because this is not a one-time activity that you implement and then forget about, you need to review this every year.

Escaping Our Past

They say we can never escape our past.

When people ask, “Gil, what did you do before you got into business coaching?” (…and they invariably do), I say, “Marketing… specifically lead generation.”

Their ears pop up and they want to know more. With good reason, too, because every business needs lead generation. But most ordinary lead-generating approaches are dull. They don’t do the job… as evidenced by the lack of response or the poor-quality leads they produce (or don’t produce).

Then they ask, “What kind of lead generation?”

I answer that I specialize on working with and helping businesses that have special needs when it comes to prospecting. These are businesses that face lengthy and complex sales cycles… have hefty price tags or expenditures associated with the products or services they deliver… live in a highly competitive marketplace… and sell products or services that traditionally require a relationship.

One thing leads to another and they say, “Would you have time to talk to us about our situation?”

To which I say, “Of course. I always have time to talk lead generation.”